Gan Siow Huang
Singapore
“So, it is both regulatory codes and also review of existing regulations for us to move both new buildings and existing buildings toward higher adoption of solar as well as other environment sustainability measures. On the third question on strengthening our local ecosystem, that is a really good question.”
“Mr Speaker, BCA had conducted a public consultation to review various aspects of the Building Strata Management Act, and this includes the proposal to lower the resolution requirement for third-parties solar ownership models. They are exploring a reduction from 75% to possibly 50%.”
“This year, the Government has set aside $800 million under the Decarbonisation Grand Challenge, to support research and innovation in low-carbon technologies. This includes energy storage systems and grid modernisation.”
“I want to thank Mr Azhar Othman on his comments. I fully agree that data centres, they are energy guzzlers. In fact, data centres are also actively looking for alternative solutions that are more sustainable. Electricity imports, hopefully, if we can get that coming, using renewable energy sources.”
“Speaker, I would like to respond to Mr Fadli Fawzi's earlier question on petrol prices at the petrol stations. Singapore has a competitive and open economy, and prices naturally would fluctuate in response to various factors, including changes in global supply and global demand.”
“It is actually premature for us to give any meaningful and useful advice to companies that may potentially be affected by the Section 301 investigations. We are following up with the US authorities to try to better understand the reasons as well as the coverage of these Section 301 investigations.”
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“Mdm Deputy Speaker, I thank Members Mr Desmond Choo, Minister of State Desmond Tan, Mr Raj Thomas, Mr Patrick Tay, Ms Jessica Tan, Ms Tin Pei Ling and others, who expressed their support for lifelong learning, which is what underpins our national SkillsFuture movement. I also thank their many suggestions, on how we can make SkillsFuture more impactful and effective for Singaporeans. Deputy Prime Minister Wong spoke on a new approach to skills yesterday, one that requires a fresh commitment to making continuous learning, upskilling and reskilling, a way of life. We will work with industry partners and training providers to offer courses to meet different training needs, encourage employers to support the development of their workers and recognise the skills the workers have acquired and, of course, support individuals to take ownership of their lifelong learning journey. Mr Patrick Tay's analogy of a CET Toolbox is an apt one to describe the opportunities but also the challenges that adult learners face. There are three key things that are needed for the toolbox to work well. First, the toolbox must have a wide range of tools to cater to different adult learners with very different training needs. Some require skills top-up for new tasks or roles that their jobs require. For these learners, short courses, like what Ms Tin Pei Ling suggested would suffice. To cater to such learners, the IHLs are offering modular upgrading. SSG has also launched SkillsFuture series courses that are short courses designed to address skills needs in high-growth emerging areas. Last year, 32,000 individuals attended SkillsFuture series courses.”
“I thank the Member for the two supplementary questions. Indeed, the school bus industry is quite a fragmented one, with many sole proprietors. We at MOE ourselves are also beginning to learn about this industry and we are in discussion with other agencies. We are starting to engage the school bus operators to see what kind of help we can provide to facilitate this industry to stay viable in the long term and to support the needs of our students for school bus services. As to the training, MOE does not provide training to the school bus operators of SPED schools. Instead, what our schools normally do is specify in the contracts what kind of skills and services they require the school bus operators to be equipped with, either for the drivers or the minders in the buses.”
“Likewise, for SPED schools, eligible students taking school bus services can apply for the Enabling Transport Subsidy, administered by SG Enable, which was increased from 1 July 2022 to help defray the cost of school bus fares. Beyond that, the SPED schools are able to provide further discretionary support to needy students who may need additional help with their school bus fares. Both the Ministry of Social and Family Development and MOE will continue to closely monitor the school bus fare situation, and if need be, step up the financial support for needy students who have to travel by school bus.”
“The Ministry of Education (MOE) has been monitoring the provision of school bus services. The demand for school bus services has been relatively stable, as we continue to have 98% of our Primary 1 students obtaining a place either in a primary school of their choice or within two kilometres of their residence. However, based on our engagement with some school bus service providers, they have provided feedback on a shortage of bus drivers, with the post-COVID-19 reopening of the economy being a factor. This was also compounded by the rising fuel prices which have affected the viability of some of these providers. Despite these challenges, most providers have continued providing school bus services, but have to raise their fares to reflect both rising costs and the need for the industry to attract and retain sufficient school bus drivers. These are issues which MOE is engaging with the relevant stakeholders to address. For most MOE schools, the bus fares have gone up by up to 10% in 2023 compared to 2022, while special education (SPED) schools have generally seen a higher increase due to the smaller pool of bus operators who are able to meet their more complex needs. To better ensure affordability of transport costs to school for lower-income students, MOE has enhanced the school bus subsidy from 60% of monthly school bus fares to 65% since January 2023. This will reduce the amount paid by the families of these needy students and help mitigate the increase in school bus fares. Beyond that, in situations where the family needs more help, the schools are able to provide more financial assistance to cover the school bus fares.”
“Well, the difference between Tripartite Standard and Tripartite Guidelines is that a Tripartite Standard is voluntary for companies to consider. Guidelines, on the other hand, will become mandatory for companies to apply, which means that companies that do not comply will be subject to administrative actions by the Ministry of Manpower (MOM). So, as I have explained earlier on, the reason why we do not too quickly and easily convert Tripartite Standards into Guidelines is because we also have to be mindful of the impact on businesses and, at the same time, we understand that if we want to support employees who have caregiving needs, it is important to promote family workplace culture and FWAs, which will become Guidelines by next year, and, at the same time, look at how else we can support employees with caregiving needs through community support as well as public infrastructure.”
“We share the Member's concerns with supporting employees with caregiving needs, especially those with young children as well as those who have to take care of elderly parents. The Tripartite Standards are voluntary in nature and, basically, what we are trying to do is to enable businesses to be able to support their employees through family-friendly workplace culture and also balancing business needs as well as the employees' caregiving needs. The Tripartite Standards, basically, give flexibility for employers to provide additional benefits for the employees, where possible to do so. And in a tight labour market, it is actually in the employers' interest to consider how best to meet the needs of their employees in order to attract and to retain them. At the same time, the Government is also looking at stepping up and enhancing ways in which the community and infrastructure in the public can support employees who have caregiving needs, whether it is childcare facilities or eldercare day care facilities.”
“Currently, employers are required by legislation to provide various types of leave to support employees' caregiving needs. For instance, besides Maternity and Paternity Leave, employers are also required to provide Childcare and Extended Childcare Leave on an annual basis. Some employers have also gone beyond these legally-mandated provisions to provide additional paid leave, such as Child Sick leave, Parental Care leave and Family Care leave. To promote such progressive practices, tripartite partners introduced the Tripartite Standard on Work-life Harmony, which encourages employers to provide at least two enhanced types of leave in their companies. Depending on what best meets the needs of the employer and its employees, these can include paid Child Sick leave and paid Parental Care leave, which the Member had asked about. We will continue to promote workplace practices that strike a good balance in addressing employees' caregiving needs and business needs. This includes encouraging flexible work arrangements (FWAs), which are more sustainable.”
“Mr Speaker, may I take Question Nos 6 and 7 together?”
“Mr Speaker, I thank the Member for showing care for our teachers, including those who are residents in Clementi. We have a duty of care to our students. So long as the students are physically present in school, our teachers will have to be present with their students. At the same time, we care for our teachers as well, as they are the backbone of our education system. So, when a teacher has a need for flexible work or certain reporting times to meet her caregiving needs, we would try to reach a reasonable arrangement that balances both the needs of the staff as well as the students. I hope the Member understands that our schools work as a team and that teachers do not work by themselves. It is important for teachers to have open and early discussions with their school leaders so that arrangements can be made. For example, there are some schools that hire flexible adjunct teachers to cover the duties of the main teachers for certain periods of time so that our teachers who have other urgent needs or caregiving needs, will also be able to continue with their teaching careers. On the Member's suggestion to have arrangements with other agencies, I believe he mentioned ECDA. We are open to exploring all options, but at the same time, we also respect that parents usually have their own preferences on childcare arrangements; it is not just about whether the childcare centre is near their homes, but sometimes, parents themselves have other considerations on the choice of childcare. So, we do have to be mindful about over-leaning and exerting ourselves on the choices of childcare for our teachers.”
“The Ministry of Education (MOE) provides a range of options for teachers who require flexible work arrangements (FWAs), including to meet medical needs or caregiving responsibilities. These include part-time work arrangements for teachers who require a reduced workload. Teachers who need more flexible work hours, such as a later reporting time to send their young children to a childcare centre, should discuss their needs with their schools early so that arrangements can be made to support them, where operationally feasible. Schools implement such FWAs based on their operational needs while maintaining a duty of care to their students. As many of these FWAs are localised and could be on an ad hoc or short-term basis, MOE does not collect such data.”
“Mr Speaker, may I take Question Nos 1 and 2 together?”
“Mr Speaker, the safety of our students is of utmost importance to us in our schools. Our students learn about personal safety and how they can protect themselves against abuse through Character and Citizenship Education lessons. Students are provided with resources and community helplines and are reminded to seek help from trusted adults when their personal safety is compromised. Schools have also instituted peer support structures where students are taught to look out for one another and to inform trusted adults when they observe that their peers are under distress. The Ministry for Social and Family Development (MSF) has introduced the Sector-Specific Screening Guide (SSSG) and the Child Abuse Reporting Guide (CARG) in 2015 to help schools manage abuse-related issues. School leaders work closely with the school counsellors and student welfare officers to report suspected cases of abuse to the Child Protective Service (CPS) in MSF and continue to monitor and support their students.”
“I thank Mr Leon Perera for the supplementary question. I do not have the data with me, but I believe that SSG has considered past feedback from trainees on training providers where the courses did not meet their expectations and that the training quality was deemed to be not satisfactory, and had either worked with the training providers to adjust training mode of conduct or ceased training for such training providers. 10.59 am”
“Mr Speaker, SkillsFuture Singapore (SSG) adopts a range of approaches and metrics to evaluate the quality and outcomes of SkillsFuture-funded programmes. SSG runs the Training Quality and Outcomes Measures (TRAQOM) survey on all SSG-funded programmes, to collect trainee feedback on the quality of training and whether the training has enabled them to improve their work performance and take on enhanced job roles. This is a useful dimension because not all training necessarily leads to an immediate wage increase. Training benefits workers, who are otherwise at risk of displacement, to stay employable and to keep their jobs. The TRAQOM survey results are published on the MySkillsFuture portal to help individuals make informed training choices, and SSG uses these results when assessing training providers for continued funding. In addition, we work with partners, such as the Ministry of Trade and Industry (MTI) to monitor wage and employment outcomes through programme-specific surveys and studies. Economic studies that have been published include evaluations of the Work-Study Post-Diploma programmes in 2019 and Singapore Workforce Skills Qualification (WSQ) training in 2018. Both showed trainees graduating from these programmes with positive wage outcomes. Regular surveys, such as the Work-Study Programme Outcomes Survey, also collect information on employment outcomes six months after completion of the programme. SSG is continually enhancing its methods of assessment and evaluation of outcomes of training courses. This is to enable us to better channel our subsidies to courses that deliver manpower development outcomes for Singaporeans.”
“So, we do look at a more holistic set of support for caregivers of the elderly, and not just pin on a few more days of parent care leave.”
“Well, I would like to reiterate that the Government recognises that caregiving for parents is an important responsibility, especially with Singapore's ageing population. All of us here who have parents will agree too. We are committed to providing caregivers with the necessary support so that they can fulfil both their work as well as caregiving responsibilities. But beyond legislation, which the hon Member Louis Ng has suggested, it is useful for us to take a step back and ask ourselves, for caregivers, especially of elderly parents, what would be more sustainable support for them. Would just one or two more days of parent care leave make a lot of difference? Or is it something that is more sustainable in the form of family-friendly workplace culture that would be more useful for these caregivers? 6.00 pm The Government encourages employers to have family-friendly practices and the Public Service leads by example by providing the parent care leave for our own employees. We hope that other employers out there will do likewise: care for their employees, have family-friendly practices and provide the flexibility that the employees need to care for their elderly family members. The Government also has strengthened other areas of support for caregivers of seniors, including those who have to juggle between work and caregiving. Caregivers can tap on a range of care services, such as home- and day-care to support the day and social needs of their elderly loved ones. There are also various respite care options in senior care centres and nursing homes to help caregivers to look after their seniors for short periods of time, including over the weekends.”
“The Government has been working in close partnership with NTUC and the unions to support women employment. I have named quite a few. 5.45 pm Looking forward, we think that there are more opportunities for the Government to work with the unions, especially the women union leaders, to form mentorship circles to expand our partnership with other women's groups and like-minded groups, to cast our net wider to be able to reach out to more women. As for support for persons with disabilities (PwDs), there is an Enabling Masterplan 2030. I mentioned it earlier on. There is also a separate task force that has been formed. I believe MSF will also be sharing the details when ready.”
“We hope that this will go some way in supporting the employment of ex-offenders. Mr Chairman, let me say a few words in Mandarin. (In Mandarin): [Please refer to Vernacular Speech.] To build an inclusive society, we will help everyone in society to achieve their full potential in the workforce. Some may need more support, such as Persons with Disabilities (PwDs) and ex-offenders. We will enhance the Enabling Employment Credit for PwDs. Employers who hire PwDs who have not worked for at least six months will receive wage offsets of up to 40% for a duration of nine months and wage offsets of up to 20% thereafter, amounting up to $8,400 in the first year of employment. We will also introduce a new hiring incentive to help ex-offenders where the employers who hire ex-offenders will receive monthly wage offsets of up to 20% for a duration of nine months, amounting up to $5,400 for each newly-hired ex-offender employee. Together, with the support of employers, community partners and the Government, we can help PwDs with disabilities and ex-offenders contribute to our workforce and society. (In English): Mr Chairman, everyone must play their part to secure fairer and more inclusive workplaces for Singapore. The Government will continue to provide the support that you need and journey with you every step of the way. [Applause.]”
“For example, caregivers who need job search assistance can visit WSG's Careers Connect and NTUC's e2i career centres for career advisory and guidance. Those who need a skills top-up can apply for Career Conversion Programmes (CCPs), which provide training and salary support to employers who hire and reskill mid-career jobseekers for new occupations. Another group that we pay close attention to is ex-offenders. Employment is critical for their successful reintegration into society. Ex-offenders sometimes face challenges, such as stigmatisation and limited career opportunities, upon their release. The problems can be compounded by low educational qualifications, lack of industry-relevant skills and recent work experience. The challenges are more acute in the initial years after release, as ex-offenders face problems transiting from prison to the work environment. A hiring incentive for ex-offenders will help encourage a wider range of employers to provide job opportunities to ex-offenders. We will introduce a new hiring incentive, the Uplifting Employment Credit (UEC) to continue supporting the hiring of ex-offenders. Under the new UEC, employers who hire ex-offenders through Yellow Ribbon Singapore and Singapore Prison Service's employment programmes will automatically qualify for a wage offset of 20% for the first nine months, amounting to up to $5,400 for each ex-offender employee. 5.15 pm Employers who hire eligible ex-offenders directly can apply through IRAS to receive this credit. Employers will receive the credit for new ex-offenders hired between April 2023 and December 2025. We will review the scheme, thereafter, to assess its effectiveness in improving ex-offenders' employment outcomes, such as job retention and wages.”
“A first step that we can all take is to avoid stereotyping and to recognise that everyone has skills and experience which they can bring to our teams at work. Looking ahead, the Tripartite Committee on Workplace Fairness has recommended that the proposed Workplace Fairness legislation protect PwDs against workplace discrimination. Miss Rachel Ong also asked about retirement adequacy for PwDs and their caregivers. Eligible lower-income workers, including PwDs and their caregivers, receive the Workfare Income Supplement (WIS), which will boost their income and retirement savings through cash payments and CPF contributions. We have further enhanced Workfare from January 2023 to allow all eligible PwDs to qualify for the highest pay-out tier, regardless of age. This will provide up to $4,200 in annual payments. The Government also provides additional support to boost retirement adequacy, which would support PwDs and their caregivers if they are unable to work and have little retirement savings. This includes the Silver Support scheme, which provides quarterly cash payouts of up to $900 to seniors who had low or no incomes during their working years and have little family support. To encourage top-ups, we also introduced the Matched Retirement Savings Scheme (MRSS) in 2021. Under the MRSS, the Government will match top-ups of up to $600 per year to eligible seniors' CPF accounts. These measures will also help boost the retirement adequacy of homemakers whom Mr Saktiandi spoke about. Miss Rachel Ong asked about support for caregivers of PwDs who wish to return to the workforce. Caregivers can tap on Workforce Singapore's suite of employment facilitation programmes and services.”
“I am pleased to announce that the Government will enhance the additional wage offset by raising the support level from 10% to 20% and increasing the support duration from six to nine months. Taken together with the permanent wage offset, employers can receive up to 40% wage offsets for the first nine months of employment when hiring a PwD who has not been working for at least six months and 20% wage offsets thereafter. This means up to $8,400 in wage offsets for the first full year of employment. This enhancement is on top of separate Government grants that provide employers with support to improve the workplace, redesign the job or provide training as needed. Ms Vivian Ser, a wife and mother, has been working with Novotel as a cook with support from the EEC and SG Enable. Novotel's HR team worked together with Ms Ser's job and mobility coaches during her onboarding process. As Ms Ser is visually impaired, she takes on parts of the kitchen process which do not involve heating, such as vacuum sealing and plating. Novotel also put in place simple workplace accommodations, such as a talking scale and tactile stickers to help her navigate her environment safely. Family support is also key. Ms Ser's husband and son are her biggest cheerleaders and also provide practical support such as in her transport arrangements. With support from her family, employer, colleagues and coaches, Ms Ser recently reached her one-year anniversary with Novotel. As seen from Ms Ser's story, holistic support makes a difference to helping persons with disabilities enter and stay in employment. Mr Gerald Giam asked what can be done to address discrimination associated with disabilities.”
“These include Yayasan Mendaki and Daughters of Tomorrow. These collective efforts have contributed to the growth in employment rate for women aged 25 to 64, from 73% in 2020 to 76% in 2022, despite the pandemic. We will continue to work with partners to provide women with the support they need, and we encourage employers to continue to do their part. We recognise that some groups may need more support to achieve their full potential in the workforce, such as persons with disabilities (PwDs) and ex-offenders. We are committed to providing them with the support they need, working hand-in-hand with our partners. We are encouraged that the employment rate of resident PwDs has continued to improve, reaching 31.4% in 2021 to 2022. But we can do better as a society. Miss Rachel Ong asked about raising the workforce participation rate of PwDs, while Mr Sharael Taha asked about creating more employment opportunities for them. In the recently released Enabling Masterplan 2030, MSF and MOM set an employment rate target of 40% by 2030 for PwDs. Our whole of society needs to come together to achieve this aspirational goal. Under the Enabling Masterplan 2030, a new task force comprising members of the public, people and private sectors has been set up to develop new ways of supporting the employment of PwDs. MOM will be enhancing the Enabling Employment Credit (EEC). Today, the EEC provides employers of PwDs earning below $4,000 a month with permanent wage offsets of up to 20%. Employers who hire PwDs who have not been employed for at least six months receive an additional time-limited wage offset of up to 10% for six months. In 2022, the EEC benefitted more than 10,000 PwDs, including close to 2,000 who had not been in work for at least six months.”
“Companies requiring further support in job redesign to make their jobs more productive and attractive for workers, can tap on Government schemes, such as the Support for Job Redesign under the Productivity Solutions Grant. Women in particular benefit from FWAs, as they often carry heavier caregiving responsibilities at home. There are also women who may take a break from their careers and need more support to return to work. Therefore, in June last year, Workforce Singapore (WSG) launched an initiative called herCareer. herCareer includes employment facilitation programmes and services that support women jobseekers, including walk-in interviews to meet with hiring employers on the spot. Over the last three years, WSG and NTUC's Employment and Employability Institute (e2i) have placed more than 83,000 women jobseekers across its programmes and services. Community partners can also play an important part in supporting women at work. For example, the Singapore Business Federation launched the Singapore Women Entrepreneurs Network in 2021, to nurture and support women talent. In the same year, the Singapore Council of Women's Organisations (SCWO) introduced a mentoring programme for aspiring women directors to help them achieve their professional development goals. NTUC U Women and Family has further expanded its Women Supporting Women Mentorship Programme across the island, where women in the community are mentored by women leaders and union leaders. NTUC U Women and Family, NTUC LearningHub and e2i also started a career returner programme called "Women Returning to Work", which includes training and job-matching opportunities. Concurrently, WSG collaborates with other community partners to support women returning to work.”
“TAFEP has so far not received any complaints of unfair treatment relating to telecommuting over the past two years. Nevertheless, as we expect more people to take up FWAs, it will be increasingly important to ensure that HR practitioners are equipped to implement it in a fair manner. We will continue to enhance these efforts to enable FWAs at the workplace. If done well, we can create family-friendly work environments for our caregivers, which many think will be more sustainable than legislating parent-care leave, as Mr Louis Ng suggested. After-hours communication, which Mr Melvin Yong raised, is another example of the importance of HR capabilities in the implementation of policies to ensure work flexibility is adopted appropriately. To date, more than 500 company representatives have attended SNEF's workshops and briefings that help HR to implement this policy, which was actually derived from a template developed by the Alliance for Action on Work-Life Harmony. Since the launch of the Tripartite Advisory on Mental Well-being at Workplaces in 2020, MOM and the Workplace Safety and Health Council have been encouraging companies to adopt the recommendations within the Tripartite Advisory that best suit their own company's needs. And as shared earlier, legislation such as the right-to-rest and the right-to-disconnect can create a rigid and litigious workplace culture. Instead, we should adopt an enabling approach by encouraging employers to regularly engage employees to implement company policies that best suit both business and personal needs. We agree with Mr Desmond Choo, Mr Sharael Taha and Ms Yeo Wan Ling that job redesign is important to enable FWAs at workplaces.”
“In total, more than 29% of all employees now work in companies that have adopted the Tripartite Standard. One example of a progressive employer is Starbucks, which many of us are familiar with. Starbucks Singapore offers a diverse range of FWAs, including part-time, flexi-shifts and shift swapping for their frontline employees. They provide additional support to employees with needs, such as by allowing parents to switch to part-time work to spend more time with their children or new-born, or to care for their dependents or family members with special needs. Employees doing office-based tasks are allowed to telecommute where possible. The flexibility and support accorded to employees, across different roles, has contributed to Starbucks' low attrition rate for their employees, as well as four out of five managerial posts being filled by their own in-house talent. I want to thank our tripartite partners – SNEF and NTUC – for their strong commitment in promoting FWAs at the workplace. Just last year alone, the tripartite partners engaged around 2,000 employers, HR practitioners and employees to encourage the adoption of the Tripartite Standard on FWAs and implementation of flexible work. These are done through SNEF's training engagements and NTUC's Better Workplace Campaign. We also continue to see more employers tap on various resources such as IHRP's Playbook on Hybrid Workplaces and free clinics, and sector-specific guides offered by TAFEP. We will continue to develop more resources to guide employers on how to comply with the upcoming Guidelines. Mr Sharael Taha would be happy to know that in 2022, over three in 10 of employed residents had telecommuted at some point in the month they were surveyed.”
“For instance, while some employees may feel more productive telecommuting and want to work from home more frequently, team productivity could fall due to reduced in-person interaction and collaboration. As such, we need to allow employers and employees time to adjust and find the optimal balance at the individual employee and business levels when implementing FWAs. 5.00 pm What we want to see is a workplace norm where employees feel comfortable requesting for FWAs and understanding that while not all requests can be acceded to due to business needs, the requests will be assessed properly and fairly. The tripartite partners will deliberate on these issues when crafting the Tripartite Guidelines, and we will consult widely, to ensure that the guidelines are practical and well-balanced in supporting the needs of both businesses as well as employees. Besides shaping norms, we have been working with the Tripartite Partners to strengthen support for employers in implementing FWAs. Many Members of Parliament have called for this over the years, including Ms Yeo Wan Ling, Mr Yip Hon Weng, Mr Louis Chua, Mr Louis Ng, Miss Rachel Ong, Mr Sharael Taha and Dr Wan Rizal, and many others. It is in employers' interest to make FWAs more available, as our surveys have found that FWAs had the greatest impact on staff retention amongst other progressive workplace policies. I encourage employers who offer FWAs to adopt the voluntary Tripartite Standard on Flexible Work Arrangements and be recognised as progressive employers on Workforce Singapore's MyCareersFuture Portal (MCF) and job fairs, so as to better attract jobseekers. Last year, the number of employees who worked in companies that adopted the Tripartite Standard increased by 18%.”
“Implementing FWAs in a rigid manner before employers are ready risks creating a more acrimonious workplace culture and affecting workplace productivity, which ultimately hurts employers and employees. While we can understand Mr Louis Chua's and Mr Louis Ng's good intentions, legislation is not a panacea. In jurisdictions with FWA legislation, employers can still reject requests that are not practicable for the business. The UK, one of the first few countries that implemented a right to request FWAs legislation, only saw the proportion of UK workers using FWAs increasing very marginally from 26% in 2013 to 30% in 2020. We need to first focus on shaping the right norms at work and building mutual understanding between employers and employees on FWAs. As announced previously, the tripartite partners are working closely to formulate and introduce Tripartite Guidelines on FWAs by 2024. The guidelines will require employers to consider requests for flexible work arrangements fairly and properly. To Mr Gerald Giam's question, while employers have the prerogative to accept or reject an FWA request, they must have valid reasons for their decision. At the same time, employees should be reasonable in their requests and use FWAs responsibly. For example, certain forms of FWAs are simply not practical for some jobs, such as expecting full telecommuting for a job role in machine maintenance. Some FWAs may also have significant resource implications, which employers understandably need to take into consideration when assessing the request. We must also differentiate the impact of FWAs on individual and team productivity.”
“Mr Chairman, I thank Members who have contributed ideas on securing fairer and more inclusive workplaces. Minister Tan See Leng spoke about journeying with you every step of the way. A fairer and more progressive workplace enables everyone, regardless of background, to contribute according to your strengths and interests and achieve your fullest potential. [Deputy Speaker (Mr Christopher de Souza) in the Chair] I will share more on how we plan to continue journeying with you. The pandemic has changed the way we work. Flexible work arrangements (FWAs) have become more prevalent and important. Employers increasingly see the value of FWAs to attract and retain talent and to tap on a wider pool of manpower. While the focus during the pandemic was on telecommuting, FWAs go beyond telecommuting and include other work arrangements such as part-time work, staggered work hours, job sharing, flexible shift scheduling and so on. In 2021, over nine in 10 employees worked in firms that provided at least one form of FWA on a sustained basis. This is up from over seven in 10 employees in 2019. This is encouraging. As several Members such as Mr Desmond Choo, Mr Louis Ng, Miss Rachel Ong, Mr Sharael Taha and Ms Yeo Wan Ling highlighted, we can do more to support caregivers, seniors and persons with disabilities (PwDs) to continue working or to re-enter the workforce. FWAs are a key strategy to do so. We have made good progress and we will press on with tripartite partners to encourage more FWAs in a win-win manner. Businesses have different operating contexts and employees also have varied needs. The key is for management and staff to have regular dialogue with each other to better understand each other's needs and build mutual trust.”
“So, we do track this overtime and we look to our industry partners, trade associations and looking forward to NTUC, the unions as well that commit a lot of their resources and the unions' workers for training, to give us the feedback so that SSG and the Government can, through multiple sources of information, be able to better identify training providers and courses that can make an impact on the workers. On the other question where the Member mentioned anchor operators – yesterday, Ms Foo Mee Har also brought up the concept of a lead training provider, I believe. That is a useful concept. We are open to it. In fact, we have Continuing Education and Training (CET) Centres. I think there are about 20 of them now. These are what I would deem to be equivalent or similar to the concept that Ms Foo Mee Har is referring to. We have them in retail, tourism, hospitality and so on. They are the ones that we deem to have reached a certain high level of standards in training and generation of workers for the industry. Many of them are industry leaders themselves, not necessarily training providers, or pure training providers or IHLs. We cast our net quite wide. We do look for training providers that are strong in producing trainees of good outcomes.”
“We also hope that through work-study programmes and apprenticeship, employers will be able to better understand, see and experience for themselves the quality of our students, whether they are from ITE, polytechnics or universities, and not just blindly assume that they are of certain differences in standards based on qualifications alone. Coming to Ms Foo Mee Har's questions, on the criteria for streamlining training providers, it is quite challenging indeed because every training provider tells us they are very good in the courses that they are providing. So, what we do really is, we look at the employment outcomes, whether people who attend the courses get a job within a certain number of months after course completion, whether the training providers are able to connect the trainees or the course participants with potential hirers and companies out there so that the chances and the networking opportunities for the trainees would be much better. We also look at employment outcomes for people who are already being hired or already have a job. But going through the training, they are able to qualify for a higher job role. That would be helpful. That, we deem to be a tangible employment outcome. So, those companies and training providers that provide such courses, we will want to provide more funding support basically, to lower the costs of these courses and also to steer more trainees into these courses provided by such training providers. But we also know that it is not always so easy for a person to get a promotion straight after attending a course or to land a job immediately after completing a programme. Sometimes, it takes multiple steps before a person can land a job or get a promotion.”
“I thank Ms Foo Mee Har for that question. Before I answer that question, I just would like to add to what Minister Chan said in response to Ms Carrie Tan's question about why there seems to be companies who are hiring based on qualifications instead of skills, despite it being common sense that actually it is more sensible and logical for employers and HR to hire people based on skills. In my interactions with companies as well as with our training providers, I understand that some of our companies, especially the smaller ones, may themselves not be very clear about the definition of skills. Indeed, it is a science; there is language around how skills should be defined. That is why for some time SSG has been developing skills frameworks that apply to different sectors. There are altogether 34 now for different industries. And it is very useful for companies that need help in identifying the skills for the different job roles in their companies to refer to the skills framework. This will help them in better defining and hiring people based on their needs and not to over-hire. For example, it is quite common that I hear from Workforce Skills Qualifications (WSQ) sometimes in job advertisements, companies put out an ad that they want to hire an undergraduate in ICT. But actually, could they have considered a diploma graduate in ICT? How familiar are they about the differences in the skills that our university students and our polytechnic students have in terms of ICT? There is also responsibility on MOE's part to help employers out there to understand the differentiation and we will do better in this.”
“Together, we will forge our collective future.”
“I would like to clarify that ERF and registration to be a SSG training provider serve different purposes. PEIs are educational institutions that offer programmes, such as diplomas and degrees which students may invest substantial time and money in. The ERF ensures that PEIs have baseline standards in areas, such as corporate and academic governance, with a focus on consumer protection, while the EduTrust scheme further distinguishes PEIs with a consistently high standard of governance. The registration of training providers for their causes to be funded by SSG, on the other hand, ensures that train providers have appropriate track record and processes to conduct training, that the trainers have requisite adult pedagogical training, and course contents fully cover the skills and competencies under the skills framework. Finally, on the topic of Singapore Green Plan, MOE launched the Eco Stewardship Programme (ESP) in 2021 to strengthen environmental education in our schools. There are four pillars in the Eco Stewardship Programme, namely Curriculum, Culture, Community and Campus. In 2023, our focus will be on food sustainability. MOE will support schools in areas, such as emphasising sustainability in food production in our curriculum, and setting up of facilities for students to apply what they learnt on food production and food waste management. The IHLs will also continue to enhance skills training and research in sustainability related areas. Mr Chairman, MOE is committed to building a culture of lifelong learning and equipping Singaporeans with the knowledge and skills that they need to thrive in school and at work. To this end, we will build on partnerships with the industry, unions, training providers, sector agencies and the community.”
“We will first appoint Nanyang Polytechnic as JSIT for the Precision Engineering industry. Nanyang Polytechnic will engage businesses to understand their manpower and skills needs, and work with training providers to ensure that trainees are equipped with the skills needed by the industry. The JSIT will also work with employment agencies to strengthen employment assistance for job seekers. (In English): Let me now respond to cuts filed by Members on other topics and give an update on MOE's Green Plan. Assoc Prof Jamus Lim suggested funding and subsidising international schools in major ASEAN capital cities. We have set up a Singapore International School in Hong Kong, whether we will do so in other cities, depends on whether there is a critical mass of schooling age Singaporean children who are concentrated in an area and whether their parents want to put them through the Singapore curriculum or prefer other options. Mr Mark Chay asked about MOE's plans to improve the quality and credibility of private education institutions (PEIs), and whether applications for student passes and other approvals can be more seamless. MOE and SSG regularly review the Government's standards required of PEIs under the mandatory Enhanced Registration Framework (ERF) and EduTrust schemes. The onus, though, is on PEIs to regularly review their curricula and course offerings to ensure that they prepare their graduates well. Today, foreign students who are accepted by an EduTrust-certified institution to pursue full-time courses in Singapore can apply for a Student's Pass through ICA's eService. This is a one-stop process and most applicants are notified of the outcome within one month. Mr Mark Chay also asked whether different registration processes can be streamlined.”
“Reskilling may have helped workers, who were otherwise at risk of displacement, to keep their jobs or to move to new roles. These positive outcomes might not show up if we only looked at wages and job placements. This is why we should take a broader view of the impact of the SkillsFuture movement and signpost progress over time. One dimension is whether the training helps workers to be more effective. In the Training Quality and Outcome Measurement, or TRAQOM, survey that SSG conducts on the courses it supports, more than nine in 10 trainees said that the training enabled them to perform better at work. We will continue to assist companies in developing workers and support individuals in their upskilling journey. Importantly, we must have a continuing, active conversation across different stakeholders on the skills that are needed, which types of training are helpful and impactful, and where the gaps might be. Strengthening the impact of the SkillsFuture movement is a collective effort, and we must join hands on it to succeed. Mr Chairman, allow me to say a few words in Mandarin. (In Mandarin): [Please refer to Vernacular Speech.] Workplace learning is a key area of support for businesses. The National Centre of Excellence for Workplace Learning (NACE) will work with NTUC to help SMEs strengthen their workplace learning capabilities and certify their employees' skills. Employees can obtain accreditation without enrolling in designated courses. The programme will first be launched for SMEs in the Retail and Food Services sectors. We must also enhance coordination in employee training and employment. In some industries, we will designate certain organisations as Jobs-Skills Integrators (JSIT).”
“SSG is working with SG Enable under the Ministry of Social and Family Development (MSF) and other stakeholders, such as Social Service Agencies (SSA) to further expand CET opportunities for PwDs. This includes providing grants for training providers to customise courses for them. We appreciate that PwDs have very varied learning needs and training providers assess them, on a case-by-case basis, to provide customised training support. Government spending on CET has nearly doubled since the launch of the SkillsFuture movement, from around $0.5 billion in FY2016, to $0.9 billion in FY2022. As a percentage of Gross Domestic Product (GDP), our spending is comparable to the other Organisation for Economic Co-operation and Development (OECD) countries and we continue to grow our investment in this area. Several Members asked about the outcomes that the SkillsFuture movement has achieved. Having invested significantly in this, what have our efforts led to? Wage and employment outcomes are the most tangible and concrete measurable outcomes arising from skills training. We monitor these outcomes through programme-specific surveys and studies. For example, our annual survey on SkillsFuture Work-Study Programmes consistently showed that more than 90% of the trainees were employed within six months after completing the programme. Their median salaries were also higher than what they received at the start of the programme. In 2019, the Ministry of Trade and Industry (MTI) published a study showing positive effects of the Singapore Workforce Skills Qualification (WSQ) training on labour force participation and wages in Singapore. However, wage and employment outcomes do not always tell us the full picture.”
“SSG will do more to enhance the quality of the feedback and to share this with individuals, so that they can make informed choices. But we will also need the involvement of learners and companies to close the feedback loop with us and improve the system for all. Beyond its funding framework, SSG also looks at developing capabilities in the Training and Adult Education (TAE) sector. In 2018, SSG developed the TAE Industry Transformation Map (TAE ITM), in consultation with industry and training providers, to drive innovation and enhance productivity in the sector. One of the priorities under the refreshed ITM is to raise the industry relevance and market responsiveness of training. The Skills Frameworks, which Mr Mark Chay asked about, facilitate this by providing critical information on sector transformation and a common skills language for workers, employers and the training providers. A previous survey conducted on around 1,900 companies found that 44% had adopted the skills frameworks. The skills frameworks have been especially useful in our Progressive Wage Model (PWM) efforts. SSG is also driving innovation and digitalisation of the TAE sector. Prof Koh Lian Pin asked whether we could reduce the administrative burden on training providers. Indeed, as part of TAE ITM, SSG will continue to do so by promoting process digitalisation. For example, SSG is now replacing manual attendance-taking processes with e-attendance taking via Singpass. Mr Gerald Giam asked about how SSG ensures that SSG-funded courses are accessible to persons with disabilities (PwDs). As far as is practicable, training providers will admit PwD learners into existing courses by making necessary adjustments.”
“From April to December 2022, there have been over 1,000 enrolments. 7.15 pm A vibrant, high quality and market-responsive training and adult education (TAE) sector is key to the success of the SkillsFuture movement and lifelong learning in Singapore. The types of programmes we fund and the outcomes we tie our funding to, are important levers for us to achieve this. Ms Foo Mee Har suggested introducing a quality framework that would require us streamlining courses and grouping them into three broad categories with distinct objectives, including funding allocation and key performance indicators (KPIs). Her suggestion reflects our current plan to a very large extent, as SSG has started its transition towards outcomes-based funding. Let me explain. By end-2024 when the transition is completed, SSG will provide the highest tier of subsidies at 70% of course fees for programmes that deliver strong manpower outcomes, in terms of securing employment and career progression. These courses include full qualification programmes and stackable modules that are recognised by the industry. SSG will continue to provide subsidies at up to 50% of the course fees for standalone courses that are designed to provide just-in-time, bite-sized skills top-up. These includes the SkillsFuture Series courses that are aim at developing emerging skills. SSG will cease to provide course fee subsidies to non-certifiable courses, including self-improvement courses. To foster a culture of lifelong learning, individuals can continue to use their SkillsFuture Credit for these courses. Across all three categories, SSG will track the quality and outcomes through audits, and by seeking learner and employer feedback.”
“During the pandemic, SSG ramped up train-and-place programmes, which combine skills training with employment facilitation to help individuals move into new industries or job roles that are relevant to their training. The outcomes for these programmes have been encouraging. Among the close to 20,000 individuals who completed the SGUnited Skills and the SGUnited Mid-Career Pathways – Company Training programmes, more than 60% were successfully placed in jobs within six months of course completion. Since last year, the SkillsFuture Career Transition Programme (SCTP) was introduced to help train and place mid-career workers into new job roles. Apart from facilitated training, the programme provides career advisory and employment assistance to support mid-career workers in their job search. SSG provides baseline subsidy of up to 70% of the course fees, and enhanced subsidy of up to 90% of course fees for Singaporeans aged 40 and above. This will provide significant support for mature workers which Ms Denise Phua spoke about. Ms Ong Choon Mei, a former financial advisor, who successfully switched to the HR sector, is an SCTP beneficiary. Taking a career break to explore other opportunities last year, she enrolled in the SCTP in Applied HR and Business Digitalisation, a four-month course conducted by Singapore Polytechnic. SSG's course fee subsidy reduced the full course fee from more than $5,000 to about $600, and Choon Mei did not have to pay any money out of her pocket as she could use her SkillsFuture Credit to pay for the course fee. As at December 2022, we have successfully launched 82 SCTP courses, in 10 sectors with good employment opportunities, including infocomm and technology, professional services, and healthcare.”
“For SMEs in the PE sector that find it challenging to track industry developments, articulate your skills needs to training providers and find workers with the right skills, NYP can serve as your first port of call for advice on emerging skills needs and industry-relevant training programmes for your workers. You can benefit from new manpower pipelines, with trained and skilled workers who can meet the demands of hard-to-fill or newly created jobs. For workers in the PE sector, NYP will work with partners to offer careers and skills advisory services and industry-relevant training programmes to support you in your career development. For jobseekers, NYP can connect you with employment agencies and potential employers who can provide more information about the PE sector. You can access industry-relevant training programmes and employment facilitation services that are curated by NYP to support you in your journey. Through this pilot, we hope to better meet the industry's need for skilled workforce, while enabling more workers to take up upskilling to meet their career aspirations and to stay employable. Let me now turn to how we are supporting individuals in their upskilling journey. Last year, about 560,000 individuals participated in SSG-supported programmes. This is a higher number than the pre-COVID-19-pandemic level. Mr Patrick Tay suggested allowing individuals to use their SkillsFuture Credit for career coaching services. We will study this suggestion. Mr Darryl David asked how we ensure individuals who undergo reskilling and upgrading will be able to find jobs.”
“SSG, together with Workforce Singapore, Enterprise Singapore and the Economic Development Board, will pilot Jobs-Skills Integrator (JSIT) in three sectors – precision engineering, wholesale trade and retail. We will appoint suitable intermediaries such as industry associations, employment agencies and institutes of higher learning (IHLs) as JSITs. Mr Darryl David and Mr Sharael Taha, as well as many others, asked for details of the JSIT pilot. We will start the pilot in the precision engineering (PE) sector, with Nanyang Polytechnic's (NYP) School of Engineering leading the effort. NYP has a Centre for Digital and Precision Engineering, which has been playing a key role in training students and adult learners, for the PE sector. Over the years, it has established strong partnerships with various training providers, as well as industry stakeholders. The PE sector has a high concentration of SMEs as well as mature workers. The sector is also known to have jobs and vacancies that are quite hard to fill. At the same time, industry transformation in this sector requires some employees to move into new roles in the future. As the JSIT for the PE sector, NYP will engage companies to understand their manpower and skills needs and review existing training programmes to meet the needs of the industry. NYP will partner the Singapore Precision Engineering and Technology Association (SPETA) to engage companies in the association's network. NYP will also work with employment agencies and other training providers to enhance placement support and training for companies in the sector.”
“They can also be given the appropriate WSQ certifications for the skills that they have demonstrated at their workplace. The certifications will enable the Retail Assistant to qualify for future promotion to the Senior Retail Assistant role under the PWM framework. Through this pilot, we hope that companies will be able to sustain upskilling of more workers. Mr Patrick Tay suggested that employers provide training leave for their workers to undergo skills training. We will consult our tripartite partners and study the idea of training leave further, taking into account and consideration the impact on businesses, especially SMEs. Besides supporting individual companies in upskilling their workers, we also want to help companies appreciate the broader shifts at the industry level and the impact on them. The Industry Transformation Maps (ITMs) set out roadmaps for 23 industries, integrating restructuring efforts between the Government and various industry stakeholders. All 23 ITMs have been refreshed, with updated jobs and skills strategies, to respond to a post-COVID-19 world. In addition to the ITMs, companies can also reference SSG's Skills Demand for the Future Economy Report published in November last year. Using big data, the report provides an update on key developments and trends in the Green Economy, the Digital Economy, and the Care Economy, as well as changes in the skills that are needed across industries. I strongly encourage employers to take a look at the report if they are thinking about the new skills that their workers might need. We will need to do more at the industry-level to coordinate training and placement efforts in sectors that are less regulated and have more SMEs, as mentioned by Deputy Prime Minister Lawrence Wong in the Budget speech.”
“Since 2018, the National Centre of Excellence for Workplace Learning (NACE) has been helping companies to systematically build workplace learning capabilities. In 2022, NACE supported close to 500 companies, of which 80% were SMEs. This year, NACE will partner NTUC to pilot the Workplace Skills Recognition (WPSR) Programme. First, NACE will introduce a new tier of workplace learning certification, the Workplace Learning: READY (WPL:READY) mark, to recognise companies with basic capabilities in workplace learning. NACE, NTUC and SSG will reach out to SMEs to equip them with capabilities to analyse their training needs, develop plans and processes to support workplace learning, and most importantly, train and recognise the competencies of their workers in specific skills. Second, for SMEs that have attained the WPL:READY mark, NACE and NTUC will work with them to fast track the assessment and recognition of skills that the workers have acquired at the workplace. Workers in these SMEs can attain WSQ certification without having to attend external WSQ courses, once they are assessed to have acquired the necessary skills on the job. Workers and employers in the Progressive Wage Model (PWM) sectors can benefit significantly from such an initiative. SSG and NTUC will start this pilot with SMEs in two PWM sectors – retail and food services. Let me illustrate how this pilot will benefit workers and employers in the retail sector. Under the PWM, a Retail Assistant needs seven skills in order to take on the role of a Senior Retail Assistant. Today, these skills can be acquired through WSQ training programmes. With Workplace Skills Recognition, the Retail Assistant who is working in a WPL:Ready mark company could be trained and assessed in these skills on the job.”
“Mr Chairman, Singaporeans will need greater agility and resilience in learning, amidst the rapid pace of industry transformation and more dynamic demand for skills Several Members including Mr Darryl David and Ms Mariam Jaafar asked how we will enable workers to adapt quickly to the changing job environment. The SkillsFuture movement is our national effort to build a culture of lifelong learning and equip Singaporeans with the skills they need to adapt and thrive. It requires ownership by employers, individual learners, and training providers, as well as close partnership of the tripartite partners. In my speech, I will outline how we are supporting companies, individuals and training providers to be a part of this collective movement to secure our future. First, on companies. Over the years, more companies are stepping forward to train and develop our workforce, lending strength to our SkillsFuture movement. Last year, about 20,000 companies participated in and benefitted from SSG-supported programmes; 96% of these were SMEs. For FY2022, SSG estimated that about one-third of its total expenditure on training support would go towards employer-sponsored training. Since 2020, about 16,000 companies have tapped on SkillsFuture Entreprise Credit, a one-off $10,000 credit per firm, to send their employees for SSG-supported training programmes. To ensure relevance and responsiveness of upskilling, we will continue to work closely with companies as a key partner in workforce development. Workplace Learning, in particular, is a key strategy that we are pursuing as it allows workers to upskill in-situ and on the job, minimising operational disruption to companies and workers.”
“Mr Murali has asked MOE why he was not informed early of MOE’s change of plan for BVPS after our internal review. I would like to explain that for sensitive decisions to re-locate or merge schools, including those with property market sensitivities, MOE has to keep external consultations tight to key stakeholders. In the case of the relocation of ACS (Primary) to Tengah, selected members of their Board of Governors had to be consulted as it involved land owned by the Methodist Church. Once MOE has arrived at a decision, we will strive to put in transition arrangements as early and as thoroughly as possible to mitigate any local impact. For the case of BVPS, as with other relocations, MOE would communicate the decision and considerations to the local advisor at the appropriate opportunity. Mr Murali also raised concerns over how the change in plan for a possible MOE Kindergarten (MK) at BVPS would affect residents in Bukit Batok SMC. MOE works closely with the Early Childhood Development Agency (ECDA) to facilitate ECDA’s overall planning of preschool facilities to meet the needs of every community. We have been updating ECDA regularly on our MK plans, including our earlier decision to put on hold the upgrading of BVPS. Mr Deputy Speaker, MOE’s plan to relocate BVPS from Bukit Batok East to Bukit Batok West is essentially to better meet the needs of residents overall in the Bukit Batok area in the long term. I would like to thank Mr Murali for working with MOE over the years to support BVPS and all the schools in the constituency. We would also like to thank Mr Murali for his sincere efforts to regularly communicate with MOE and representing the interests of the residents in his area. 8.03 pm”
“BVPS’ subsequent new Primary 1 cohorts would likely have even higher proportions staying in Bukit Batok West. For current BVPS students who live in Bukit Batok East, the school will consider providing bus shuttle service for those who stay within walking distance from its current campus if there is sufficient demand. I hope the affected parents will give the school time and their support to work through these measures. Where necessary, MOE will also give additional resources to the school leaders to make the transition arrangements. We appreciate that any change of plans, including for BVPS, could be disruptive and maybe even disappointing to some quarters. In addition, for the local community and for Mr Murali, MOE fully understands that BVPS has been a part of the community for decades. We would like to assure Mr Murali that MOE does not take lightly a relocation decision unless we are convinced this is in the best interest of our current and future students. This was why MOE had previously contemplated keeping BVPS at its current site with an upgrading plan for the school and had conveyed as such to Mr Murali. However, in the latest review, and with greater clarity over the medium- to long-term housing and demographic trends in Bukit Batok, MOE had to refresh our plans that would serve Bukit Batok residents and their children better overall. That is why in March 2021, Mr Murali and the parents of the students in BVPS were informed that the upgrading of BVPS had been put on hold, as MOE would be reviewing the project requirements further. Mr Murali is right that MOE had changed our plans. But we believe this change of plans for BVPS would be the better outcome for Bukit Batok residents come 2027 – and even more so beyond 2027.”
“When BVPS relocates to its new campus, there will be sufficient school places for Mr Murali’s residents, in two other primary schools – Keming Primary School, Lianhua Primary School – and other nearby schools like Dazhong Primary School and St Anthony’s Primary School. There are altogether six primary schools in Bukit Batok. For the benefit of Members in the Chamber who are not familiar with the area, BVPS, Keming Primary School and Lianhua Primary School are within close proximity of one another. So, what we are essentially planning to do is relocate one of them from Bukit Batok East to Bukit Batok West where there will be higher demand for primary school places in the future. Let me now explain how we will smoothen the relocation of BVPS to its new campus two kilometres away in 2027. MOE has done similar relocations over the years. One recent example is in 2022, for Angsana Primary School, where all students moved to a new campus also about two kilometres away within Tampines town. Using the “lift and shift” method, we kept the school intact, ensured all students benefited from the new facilities at the new campus and provided a sense of continuity for the students and teachers. BVPS will adopt this similar approach, which is the preferred approach, when the relocation is over a relatively short distance. All of BVPS’ students currently in Primary 3 and above would not be affected by the move. For the current Primary 1 and Primary 2 students, MOE has consulted the school leaders on measures to minimise inconvenience to those affected by the relocation. About 40% of the current Primary 1 and 2 students live in Bukit Batok West. The relocation there will benefit them.”
“This has dropped to 38% in 2023 and is projected to slide further to 20% or so in 2030, even after accounting for the recently completed BTOs that Mr Murali mentioned. On the other hand, Bukit Batok West has seen a steadily growing demand for school places as a result of several more new BTOs. And for the whole of Bukit Batok, the total Primary 1 demand in Bukit Batok remains roughly the same over the medium to long term. This means that Bukit Batok as a whole, for this area, MOE does not need more new primary schools. But we have to take a careful look at where they are located as the weight of demand shifts from Bukit Batok East to Bukit Batok West and the new Tengah Town. As such, in our most recent review in 2021, we re-assessed our earlier decision to upgrade BVPS at its current location in Bukit Batok East. Based on that review, MOE decided that it would be better to relocate BVPS to a new and bigger campus in Bukit Batok West two kilometres away, to meet the growing demand for Primary 1 places in Bukit Batok West and the adjacent Tengah Town. The new campus will have more and updated facilities to better support our students. This bigger campus will comfortably allow us to expand BVPS’ intake by one Primary 1 class per cohort, in addition to its current eight Primary 1 classes and this will give us flexibility to meet short-term surges in the demand if required. Mr Murali has raised concerns over possible localised shortage of Primary 1 places when BVPS moves out. In particular, he is concerned over the demand from recent BTO projects namely Skyline, Sky Peak and Sky Vista. We have estimated that these BTOs would not reverse the overall declining demand in Bukit Batok East due to the ageing profile of the other households in the area.”
“Mr Deputy Speaker, let me start by thanking colleagues in this House, including Mr Murali, for the support to schools and students in their wards. Many of you also share useful feedback to MOE on school-related matters which we take seriously and try our best to address. MOE regularly reviews the demand and supply trends for school places at the national and regional levels. Our school planning takes into account current and projected populations, as well as planned housing programmes to ensure that there are sufficient school places to meet the needs of school-going children in each area. Because of parental preferences, some schools may see demand consistently exceeding the available vacancies, whereas there could be some schools in the same area which have vacancies. On the whole, our Primary 1 admission exercise has consistently enabled about 98% of Singaporean children to get into a Primary school of their choice or within two kilometres of their residence. Let me talk specifically about Bukit Batok. Like other towns, MOE planned school places in Bukit Batok on the basis of current and known housing developments and these are updated regularly. MOE’s decision to relocate Bukit View Primary School (BVPS) from Bukit Batok East to a new site in Bukit Batok West in 2027 is to address the changes in the population spread and demand for primary school places within Bukit Batok as a region. Let me elaborate. Demand for school places in Bukit Batok East where BVPS is currently located has been falling and will continue to fall as the estate matures. Three years ago, in 2020, Bukit Batok East accounted for 45% of the total Bukit Batok demand for Primary 1 places.”
“Mr Speaker, MOM works with Institute for Human Resource Professionals as well as employers under the Singapore National Employers Federation network to emphasise the need for fair employment and not to discriminate against any group, including caregivers. Members may have observed that yesterday, MOM, together with our tripartite partners, released our interim report on workplace fairness legislation, which includes protecting caregivers and several groups against discrimination.”